Click here to view this Lean Six Sigma Presentation.ppt

v

Sustaining a Lean Six Sigma Program During a Business Transition

WCBF Lean & Six Sigma Summit: June 25, 2009

2

The Transition… and our initial thoughts

August 2007: GE Plastics becomes SABIC Innovative Plastics

• How will Lean Six Sigma be valued in the new company?• Will we need to adopt a different quality system / process?• What if certifications are no longer seen as an attractive

career option by employees?

• We can tailor our Lean Six Sigma program to our Plastics business

• We can update all of our training materials• We have the opportunity to spread Lean Six Sigma to the

parent company

3

The Approach

Let’s do what we do best – use Lean Six Sigma methodology and tools to help us through the transition!

DFSS approach and CAP were used to:• Sustain and upgrade our Lean Six Sigma program as we move

into the new company• Improve our BB training materials and certification

requirements

4

Risk & Abatement update

Define Business Requirements

Define high level roles &

responsibilities

Implement communication

plan

Identify internal and project CTQ’s

Identify Core business processes

Perform Treats vs Opportunities

Identify Current State (BB)

Risk & Abatement plan

Project Timeline and project plan

Develop High LevelCommunication

Plan

Stakeholder analysis

Develop core project team

Scope

Define External CTQ's

Define business vision

Define problem statement

Best practices & tools identified




Recommendations to management

Implement Digitized Solution

Build and test new structure

Benchmark others

(BB)

Implement Control Plan

Update & Implement requirements (BB)

Select critical spin-off projects

Define training requirements (BB)

Transition to business ownership

Measure project progress

Fit/gap analysis versus Legal requirements

Define process improvement and fit/gap analysis

Final validation of project CTQ's

Implement new process with R&R’s

(BB)

Design new training materials

(BB)

Define detailed desired state

process

Translation package to WB, GB, MBB

Value Stream Map new process

Design process improvements (BB)

Analyze Threats vs opportunities

Define validation on internal CTQs

Determine resources & time

required (BB)

Define detailed roles and

responsibilities

Design AnalyzeMeasureDefine Verify Control

Ensure LEAN Six Sigma in SABIC Innovative Plastics

5




Plan



Scope




Define


Problem Statement

The continuance of the Lean Six Sigma program in Plastics is uncertain as we transition to a new parent company. We must sell the value of our program so that is can at least continue in our business unit, if not expand into the parent company.

6




Plan



Scope




Define


Business Vision

- To increase Six Sigma and LEAN skills across our business through company wide trainings and mentoring programs.- To work together with Master Black Belts and Black Belts to optimize training to the specific needs of our business processes and customers. - To change the initiative from a corporate push to a business pull- To identify cross-business and cross-functional process improvement initiatives that will drive growth, customer satisfaction and simplicity.

Marcel A. KranenburgQuality Director

SABIC Innovative Plastics

9




Plan



Scope




Define


Core Project Team

Strong Functional Participation Needed to Design & Drive Future State

Technology: 2 Americas: 10Manufacturing: 9 Europe: 5Quality: 5 Pacific: 6Supply Chain: 3Commercial: 1IT: 1

v

Lean Six Sigma in SABIC Innovative Plastics

TG2

Driving Business Process Improvement

11





responsibilities


plan





Measure

Prep for certification

BB DMAIC TrainingWeeks 1-3

Certification call

BBCert

Two projectsBB Exams

Certification boardDecides whether BB met requirements

• 4-9 months before BB is fully trained• Unclear certification (call) requirements• Increased coaching in last 2 months of period• Training material too much focused on how• BB measured on how instead of what• MBB coaching mainly in certification projects

Black Belt Current State

12





responsibilities


plan





Measure

0-30 days

ShortTerm

LongTerm

Threat Compelling Us to Leave

this Current State

OpportunityAttracting Us Toward

this Future State

GEPlastics

13





responsibilities


plan





Measure

= PAC

= USA

= TECH

= EUR

Threat Compelling Us to Leave

this Current State

OpportunityAttracting Us Toward

this Future State

1719

2729

23 24

40

33

40

20

10

14

19

38

2325

ShortTerm

LongTerm

10%

20%

30%

40%

10%

20%

30%

40%

14


Benchmark others

(BB)




process



responsibilities

Analyze


0

2

4

6

8

10

12

LSS notvalued bySabic Inn.Plastics

LSS notvalued bySabic

BB/MBBattrition

No trainingavailable

Less focus ontools

No valuewithout GE

logo

Internallyfocused

Bureaucracynot removed

Others

Short term threats

15


Benchmark others

(BB)




process



responsibilities

Analyze


0

2

4

6

8

10

12

14

16

LSS culturenot valued

unclearprocess

career value ofBB role

lack of uppermanagement

support

Loss ofexposure towhole GE

value ofcertification

Importance ofexternal

benchmarking

Lack of totalresources

Long term threats

16


Benchmark others

(BB)




process



responsibilities

Analyze


0

2

4

6

8

10

12

Define own

strategy

Remove

Bureaucracy

Re-energize

LSS

Sabic's

interest in our

LSS

More/better

resource

alignment

New

tools/training

Short term opportunities

17


Benchmark others

(BB)




process



responsibilities

Analyze


0

5

10

15

20

InternalImprovement

SABIC interactionTraining Materials Employer ofChoice

Digital SystemsImprovement

Long term opportunities

18


Benchmark others

(BB)




process



responsibilities

Analyze


• 4-9 months before BB is fully trained• Unclear certification (call) requirements• Increased coaching in last 2 months of period• Training material too much focused on how• BB measured on how instead of what• MBB coaching mainly in certification projects

Black Belt Desired State

• 4-6 months before BB is fully trained• Base requirements, plus additional functional

requirements• Continuous coaching• Balanced training materials • BB measured on what and how• MBB coaching across all of the BB’s

deliverables

v

Lean Six Sigma in SABIC Innovative Plastics

What did we accomplish? TG5

Driving Business Process Improvement

20

BB 5 dayPower

workshop+ exam

Deliver real business improvements:•Variety of DMAIC, DFSS, LEAN, or individual tool usage•Strong focus on G&O’s, Participation in GB/BB trainings & coaching

BB 3 dayPower+

workshop

New training and coaching process

Add’l Training by Function:Technology: 2 weeks of BB-DFSS

• Increased effectiveness of training material• Training focused on Business Process Improvement• Approaches: CAP, AWO, DFSS, DMAIC, JDI• Tools: LEAN, DOE, ANOVA, etc• BB coached & measured on What as well as How• Additional training provided when needed

General manager and MBB decide whether BB delivered significant

sustainable business improvement

DFSS LEAN Design EVOP

BBCert

21

Day 1: Methodologies (DMAIC, DFSS, Lean)

Day 2: DMAIC

Day 3: LEAN

Day 4: Tools (Regression, Hyp. Testing, DOE)

Day 5: Business Process Improvement

A great start, I want

to learn more…Statistics

and LEAN can be

fun!

Amazing how simple this regression really is…

They could have given us less homework

though…..

New Black Belt Power Workshop

22

White Belt workshop (1-day) Green Belt workshop (3.5 day) Black Belt Power workshop (5-day) Black Belt Power plus workshop (3-day) DFSS (upgraded) Robust Design (upgraded)

Our own training materials

23

Our Own Brand

BLACK BELT

LeanSix Sigma

Stephen Rosa

Has demonstrated in-depth knowledge and proficiency in the SABIC Innovative Plastics LEAN Six Sigma Methodology and has success-fully applied the appropriate tools and techniques to multiple business, projects delivering significant business impact.

In recognition of this important contribution to drive business process improvement Stephen is awarded SABIC Innovative Plastics certification as a Black Belt in LEAN Six Sigma.

Registered certificate number: TTT0001August 29, 2007Bergen op Zoom, NL

Pete LopezCIO, LEAN Six Sigma

Brian T. GladdenPresident & CEO, Plastics

GREEN BELT

LeanSix Sigma


David Downey

Has demonstrated in-depth knowledge and proficiency in the SABIC Innovative Plastics LEAN Six Sigma Methodology and has success-fully applied the appropriate tools and techniques to a businessproject, delivering significant business impact.

In recognition of this important contribution to drive business process improvement David is awarded SABIC Innovative Plastics certification as a Green Belt in LEAN Six Sigma.



MASTER BLACK BELT

LeanSix Sigma



Tara Lee

Has demonstrated in-depth knowledge and proficiency in the SABIC Innovative Plastics LEAN Six Sigma Methodology and has success-fully applied the appropriate tools and techniques to multiple business projects, delivering significant business impact.

In addition Tara has mastered LEAN Six Sigma proficiency to the level required to lead and coach others in driving business process improvements in their environment.

In recognition of this important contribution to drive business process improvement Tara is awarded SABIC Innovative Plastics certification as a Master Black Belt in LEAN Six Sigma.


Joe Regression

Ima Geek

Norm Al Data

24

Summary

• Functionally-tailored certification process

• Fresh new training materials• 10 new Black Belts in the parent

company!• We didn’t need to wait for a

major business reorganization to make many of our improvements – but it was a catalyst

• Using our Lean Six Sigma methodology & tools helped us transition to a new world (as always, THEY WORK!)

• Maintaining common expectations and experiences for our employees on SABIC Innovative Plastics sites versus GE sites

• Six Sigma training & usage has fallen off in recent years – particularly outside of Technology and Manufacturing

Outcomes & Lessons Learned Issues Still

v

Questions?

WCBF Lean & Six Sigma Summit: June 25, 2009

Click here to view this Lean Six Sigma Presentation.ppt

Documents

project plan

business requirements

core project team scope

sigma program

business process improvement

core business processes

business unit

sigma methodology